Diversity and Inclusion in the Talent Mobility Landscape

Transcription

1 Diversity and Inclusion in the Talent Mobility Landscape

2 What is Diversity and Inclusion? Diversity and Inclusion are not longer simply a nice corporate photo opportunity Leading organizations have this as one of their driving forces in talent management Why should it matter in Global Mobility?

3 Definition of Diversity - Visible Generational / Age Gender Geography Race Disabilities

4 Definition of Diversity Non Visible Sexual Orientation Religion Technical Managerial Education Non-traditional roles Previous jobs Veterans International assignments Culture Family Structure

5 Where do we look to see if it is important? Interviews with a wide range of companies CWM Perspectives article details findings 15 participants with industry and HQ diversity: Australia China Germany Hong Kong US Switzerland UK and of course Canada Reference: crownworldmobility.com

6 Is Diversity & Inclusion Important Yet? No Kind of Yes Absolutely! We base decisions on skills. We are blind to differences. It happens organically here. We don t need a strategy. We are starting to talk about a strategy. Our newly appointed Chief Talent Officer is bringing a D&I lens to the agenda. It is embraced, embedded and measured.

7 Definition of Inclusion Corporate Example It is what we are able to create by leveraging the differences, by valuing them. This concept is messaged so often that each employee can be aware of what, why and how inclusion is aligned with our business strategy. Global Pharmaceutical Company

8 Definition of Inclusion Mobility Example We are very aware of different families and relationships. Internally, we have policies, benefits and structure in place to support an employee s family needs and make them inclusive as much as possible. Global Apparel Manufacturing Company

9 Two organizations making a difference Deloitte Shannon MacDonald Vice Chair - Deloitte TD Bank Liz Muchura Global Manager Relocation

10 Deloitte - Vision Our vision is to lead by building a culture through commitment and mutual accountability. A culture where all our people feel like they belong, feel free to live and work openly and understand that inclusion is core to who we are. Our Diversity and Inclusion journey is key to achieving this vision.

11 Deloitte Inclusive Leadership The business case for being an inclusive leader Mobility experiences can contribute to one s development towards being a more inclusive leader The goal for inclusive leadership is diversity of thought diversity of leadership Leadership that understands inclusion and diversity of thought is able to leverage the various backgrounds and experiences of team members and that adds value

12 Deloitte Diversity and Inclusion Business Integration Wheel

13 Conclusion: Inclusive Leadership Diversity is just the tip of the iceberg The invisible characteristics that make each one of us unique lie below the surface Inclusive leaders look to understand and leverage the non-visible to create an inclusive culture where diversity of thought is celebrated

14 Diversity and Inclusion at TD What does Diversity and Inclusion mean to your organization? What does your company do to promote this? TD is recognized as one of the Top Diversity Employers in 2015

15 Why is D&I important at TD? Diversity and Inclusion and the connection to talent mobility at TD Reviewing policies to ensure the support is in place for D&I TD has several policies to accommodate a variety of moves/relocations

16 How D&I links into global mobility policies and processes at TD Mobility is a real important pillar and underpinning reason for developing talent and succession planning Initially mobility dealt with up and coming executives and usually the stay-at-home spouse and family. TD recognized the potential and made adjustments to include underrepresented employees who were prepared to move Repatriation and retention

17 What lies in store for the future? There are currently 5 generations working together; something never experienced at any other point in time. It all starts with leadership

18 Female Assignees Track and gather data Quantitative (how many, where to/from, exceptions) Qualitative (challenges, successes, career impact) Address barriers Offered but say no Not offered the assignment Support your current assignees Mentors and networks Webinars

19 Outbound Assignments from Emerging Markets Support local/future leader talent development Global Manufacturing Company s Example: Opportunity to go on assignments within 3-5 years of joining the company Address cultural differences in extended family responsibilities Other considerations: Will probably be your Millennials Often need structured host-country integration Require an assignment ROI focus post-assignment

20 Barriers to D&I Strategies Governmental regulations and restrictions in certain locations Having a common goal but yielding to local values Some industries still traditional, male dominated Cultural differences related to perceptions is still big On-going training and engaging employees is needed Unconscious bias still exists Generational challenges Millennials want to change roles frequently; older employees can t retire due to recession HR programs and policies aren t always designed to support diversity initiatives and goals

21 Questions?